Project planning and scheduling
1 like2,155 views
The document outlines a project aimed at installing an access control system using facial recognition and a canteen management system for Philips Morris International (PMI) to secure their premises and manage canteen expenses. It details the project's objectives, requirements, feasibility, resource management, and planned execution timeline, emphasizing the importance of meeting budget constraints and technical specifications. Limton is designated as the contractor, with an expected budget of approximately Rs. 5,735,000 and a completion timeline of two months.
Project planning and scheduling
- 1. INSTALLATION OF ACCESS CONTROL SYSTEM VIA FACIAL RECOGNITION & CANTEEN MANAGEMENT SYSTEM P R E S E N T E D T O : M A J O R K H U R R A M B U K H A R I P R E S E N T E D B Y: M . A N A S K H A N SYED ADEEL HAMID ABDUL MAJID RAHEEL SHAIKH FAIZAN QURESHI M.SHAYAN
- 3. PROJECT TEAM & HIRARCHY PROJECT MANAGER M.ANAS KHAN FINANCE MANAGER ABDUL MAJID QUALITY MANAGER RAHEEL SHAIKH PROCUREMENT MANAGER FAIZAN QURESHI SOFTWARE DEVELOPER M.SHAYAN TEAM LEADER ADEEL
- 4. INITIATION PHASE OF THE PROJECT
- 5. EXISTING SYSTEMS & INITIAL REQUIREMENTS PMI built their head office at Harbor Front and found that the movement of unauthorized employees in different areas of the office is haphazard & uncontrolled. With the passage of time they realized that if unexpected emergency occurs or theft of important documents happen what will be the investigating grounds. There canteen management was also uncontrolled despite the allocation of huge budgets. The cost was raising great concerns for PMI management. The requirement raised from the problems mentioned above and to cater such problem Limton was the ultimate solution. The requirements include: Access controlled premises at all 3 floors of head office. Facial Recognition Devices with ability to incorporate attendance and integrate fire alarm system. Canteen Management System with complete reporting.
- 6. PROJECT FEASIBILITY Does the project is viable & cost effective? Yes, because it gives huge benefits in terms of cost and competitive advantage because human resource, equipment's are all part of company’s annual budget Do we meet the technical requirements? Yes, being the sole distributor of the mature products needed to overcome the problems, Limton is the only option. Do we have the right skill set? Yes, the PM and his team is experienced and competitive in handling such projects in past with successful completion record. Do executing this project develops the right marketing strategy? PMI being an International player will provide a great marketing of our product and services and raise the standards to a whole new level
- 7. Project Manager Assigned & Authority level: M. Anas Khan has been assigned the project manager for this project. He has been given the authority to lead this project and develop a competitive team from the existing resource pool available with the company. He is to determine, manage and approve changes to budget, schedule, resources etc. after consultation and approval from top management. Resource Requirement: In terms of human resource, a Team leader will be required to lead and ensure availability of all individual team members. He will ensure overall project schedule and determine human resource requirements at all levels. Effective reporting to PM incase of any abnormality in the project.
- 8. Finance manager for allocation of budget and payment released to procurement for timely acquirement of the equipment's. Ensuring ROI and effective payment follow-ups internally. Procurement manager for foreseeing the supply chain matters and bringing all stakeholders onboard. Maintaining visibility with all internal & external suppliers. Quality Manager for implementing all necessary quality checks and authenticate final go-live of the system in customer environment as per agreed quality criteria. Software development lead to ensure development of the required software and its successful implementation considering all possible risk factors associated with it.
- 9. BUSINESS CASE Philips Morris International intended to secure its internal premises and control the access of its employees to limited workspace. Moreover, they wanted a one window solution to manage their attendance and canteen over heads. The HR of PMI was very much concerned with over billing of their canteen without any record for their reference. The foremost requirement was that all data capture must be via facial recognition and able to integrate their fire management system with it. Limton a system integrator company and pioneer in innovative solutions found an excellent opportunity to take up this project in terms of profitability, credibility and gaining the competitive edge through delivering this project. Moreover, PMI being an international player would be a great success from marketing perspective as well, for our best product and inclusion In our portfolio.
- 10. BUSINESS CASE Limton has the potential and is fully equipped to meet the technical requirements of the customer by using the innovative ideas and product required for the project. Furthermore, the project will incur great financial profits if compared with the time & resources invested to complete this project. Being the sole distributor of suprema & Kyndonesia gives us a huge competitive advantage in terms of quality of services. The risk associated with the project are of minute nature. These risks will be handled and managed with minimum resource input in terms of cost and time as the developed team is well experienced to execute such projects.
- 11. STAKEHOLDERS: Philips Morris International (Customer) Limton Innovative systems (Contractor) All suppliers & sub-contactors (Suprema, Kyndonesia,3M & HB Electric) Project Manager DELIVERABLES: ACS implementation at all agreed locations as per initial meetings. Attendance & Fire system Integration. Deployment of Canteen Management System. End result will be a totally access controlled premises for the customer and a deployed canteen managed system with desired reporting.
- 12. CONSTRAINTS: Project constraints consist of time, scope and cost. The objective of this project is to achieve the constraint. Our first focus in this project is to complete the installation within two months as mentioned in the project plan and mutually agreed by all stake holders. Import of necessary equipment's required for installation which could effect the overall schedule of the project. The second important goal is to achieve the target within given the budget and for this purpose the cost for different material is already estimated so that we would not exceed from the given budget. The estimated budget is Rs, 5,735,000 which will be needed for the project.
- 13. The third important factor in this project is scope identification. Scope of this project is to install ACS with integrated CMS & attendance system within given time and budget. The devices should meet the technical specifications that is needed for the desired system to work. Project scope helps to evaluate the boundaries of the project it limits us to achieve all targets which were agreed initially. PROJECT APPROVALS: The final go ahead and procurement approvals will be authenticated by the MAN. PM will be responsible for the sign off and a project completion certificate authorized by the customer will designate the success of the project.
- 14. PLANNING PHASE OF THE PROJECT Initiation 3rd to 10th Sep (1 weeks) Planning 11th to 28th Sep (2.5 weeks) Execution 08 Oct – 2nd Oct Monitoring and control M&C for whole execution Closing 30th Oct- 5th Nov (1week)
- 15. REQUIREMENT MANAGEMENT PLAN SCOPE STATEMENT The main goal of the project is to bring profitability to the company in terms of monetary benefits while upgrading the overall status & exposure of the firm. Total budget allocated to this project by the customer is Rs. 6 million and the completion criteria was set to 2 months duration. There are total of 30 machines to be installed on ACS including all types of civil work & cabling. The ACS module must be capable of capturing the image, must integrate the fire system and attendance of the employees fetched from the main doors.
- 16. One ACS has to be installed on the Canteen door and further 1 machine will be installed inside the canteen for meal type input which will be integrated tour canteen management application. The customer will extract meal reports against individual employees from the application.
- 18. PROJECT ACS & CMS Survey/ Gathering Requirements Installation of EML Locks Visibility to initiate the project Interlocking between Machine & lock Final Testing & Training of the system to customer Quantity analysis Documenting requirements/ expectations Conduct problem analysis Delivery of all required materials at customer place Preparing SOW and gaining customer approval on it Laying of Network & Power cable Connectivity with the switches & UPS Deciding the cabling route as per customers feedback Installation of Face ID machines Mounting the machines on walls/wooden panels Deciding a feasible location Proper alignment of doors Testing the operation of the system Ensuring network & power connectivity of machines & Locks Enrollment of employees through BIOSATR 2 Adding the devices in BIOSTAR 2 Interface application Installation on customer server. Canteen Management System Integrating CMS with our machines Create Database of the software CMS software Developmen t Deployment of software at customer place In-house testing of software Develop understand ing of the system to customer Ensuring the quality standards
- 19. PROJECT RISK MANAGEMENT RBS LEVEL 0 RBS LEVEL 1 RBS LEVEL 2 ALL SOURCES OF RISK TECHNICAL RISK • Platform of the devices • Server crash • Software Development web based • Damages incurred at customer place MANAGEMENT RISK • Resource Shortage/Unavailability • Organizational breakdown COMERCIAL RISK • Contractual terms & condition for the project • Import equipment's delivery on time • Suppliers & Vendors EXTERNAL RISK • Import duty fluctuation & Exchange rates • Competitor involvement
- 21. PROJECT SCHEDULE MANAGEMENT It is an organized methodology for scheduling, in order to finish project in time and complete task according to plan. These are the elements in Project schedule management; Plan Schedule Management Define Activities Sequencing activities Estimate activities durations Develop schedule Control Schedule
- 22. PLAN SCHEDULE MANAGEMENT Inputs • Project management plan • Project Charter • Enterprise environmental factors • Organizational Process Assets Technique s • Expert judgment • Analytical techniques • Meetings Outputs • Schedule management plan
- 23. Mandatory Tasks Target Date Approval of Charter/PO issuance 3rd Sep 2018 Project plan completion 26th Sep 2018 Approval of project plan 28th Sep 2018 Selection of project team 1st Oct 2018 Project Logistic Activity 03rd Oct 2018 Execution started 8th Oct 2018 Execution completed 2nd Nov 2018 Closing 5th Nov 2018
- 24. DEFINE ACTIVITIES • Identified activities • Specific functions to be performed. • Helps to determine work packages into schedule activities • Activity list and attributes • Milestones list • Meetings with functional heads • Draft activities table ACTIVITIES Deployment of Duct in all 3 floors of the office Network & Power Cable laying for Access Control Machine Installation Interlocking Application installation (Biostar 2) Interfacing of ACS with application Develop, Create database for CMS Load Testing in Real Time
- 25. SEQUENCING ACTIVITIES • Activity list • Activities attributes • Environmental factors • Project Management plan • Dependency determination • Precedence diagramming • Activity networkdiagram
- 26. Activity Activity Description Predecessor Estimated Duration A Deployment of Duct in all 3 floors of the office - 5 days B Network & Power Cable laying for Access Control Machine A 5 days C Installing of Patch panel/ mounted rack for Networking A, 2 days D Installation of Access Control Machines & configuration B,C 3 days E Installation of electromagnetic lock D 5 days F Interlocking between devices and EML D, E 1 days G Application installation (Biostar 2) E, F 1day H Interfacing of ACS with application G 2 days I Develop software for CMS A 15 days J Create database for CMS H, I 5 days K Load Testing in Real Time E, H, I 1 day
- 28. ESTIMATE ACTIVITY DURATIONS • Duration Estimates • Basis estimates • Parametric estimating • Three point estimating • Resource breakdown structure • Expert judgment • Slack LF-EF (Tool)
- 29. FORWARD PASS
- 30. BACKWARD PASS
- 31. PATH IDENTIFICATION PATH LENGTH A-I-J-H-K A-I-J-K A-C-D-E-K A-C-D-F-G-H-K A-C-D-E-F-G-H-K A-C-D-E-G-H-K A-B-D-F-G-H-K A-B-D-E-F-G-H-K A-B-D-E-K 5+15+5+2+1= 28 5+15+5+1 = 26 5+2+3+5+1= 16 5+2+3+1+1+2+1 = 15 5+2+3+5+1+1+2+1 = 20 5+2+3+5+1+2+1 = 19 5+5+3+1+1+2+1= 18 5+5+3+5+1+1+2+1 = 23 5+5+3+5+1= 19
- 32. CRITICAL PATH ACTIVITY SLACK = LF-EF ON CRITICAL PATH A 5-5= 0 Yes B 18-10= 8 No C 18-7= 11 No D 21-13= 8 No E 27-18= 9 No F 22-19= 3 No G 25-20= 5 No H 27-27= 0 Yes I 20-20= 0 Yes J 25-25= 0 Yes K 28-28= 0 Yes
- 33. ACTIVITY GANTT CHART 8-Oct 13-Oct 18-Oct 23-Oct 28-Oct 2-Nov Duct fitting Cable laying for ACM Installing patch panel Installation of ACM & configuration Installation of electromagnetic lock Interlocking devices and EML App insatll Interfacing application Develop software Create database Testing Start date Duration End date
- 34. DEVELOP SCHEDULE INPUT TOOLS TECHNIQUES • Activities attributes • Activity list • Basis of estimates • Milestone list • Risk Register • Agreements • Environmental factors • Network Analysis • Critical Path • Data Analysis • Project Management Information System • Schedule data • Project calendar • Project documents updated
- 35. CONTROL SCHEDULE INPUT • Lesson Learned register • Project calendar • Schedule data • Work performance data OUTPUT • Work Performance information • Schedule forecasts • Change request • Schedule data TOOLS • Data Analysis • Performance reviews • Critical path • Resource optimization
- 37. PROJECT RESOURCE MANAGEMENT In order to complete project, PM must identify the required resources for the completion of project at the right time. Project resource management processed are: • Plan Resource Management • Estimate Activity resources • Acquire resources • Develop team • Manage Team • Control resources
- 38. • Project Charter • Quality management plan • Project schedule • Stakeholder register • Risk register • Environmental factors Plan Resource Management PLAN RESOURCE MANAGEMENT
- 39. ESTIMATE ACTIVITY RESOURCES • Estimating team resources • Quantity of materials, equipment and supplies if necessary to perform project work • Resource location and availability • Resource breakdown structure
- 40. TOOLS • Availability • Skills • Attributes • Experience • Knowledge • Cost • External factors • Virtual Teams OUTPUTS • Physical resource assignments • Team Assignments • Resource calendar • PM plan updates ACQUIRE RESOURCES
- 41. DEVELOP TEAM
- 42. MANAGE TEAM > Project Team >Assignments >Work Performance report • INPUT > Conflict manag. > Decision making > Emotional intelligence Influencing • TECHNIQUES > Change request > Management plan update > Lesson learned • OUTPUT
- 43. CONTROL RESOURCES • Alternative analysis • Cost benefit analysis • Trend and performance analysis • Work performance information • Risk register Resource breakdown structure
- 45. Role Responsibility Project Manager M. Anas Khan • Ensures that a Cost Plan is created and executed • Determines the Project Management approach, according to project size, risk and complexity • Ensures the implementation of Cost activities throughout the project Team Members Adeel Hamid (Team Leader) Abdul Majid (Finance) Quality (Raheel) Procuremnet (Faizan ) .Net dev. (Shayan) • Provide input to the Cost Plan • Assist the Project Manager in monitoring and controlling cost activities. Project Steering Committee Chairman Board of director CFO Project Manager • Approve Cost Plan Project Sponsor • Review status reports • Identify funding and resources • Review and approve deliverables • Approve change requests COST PLANNING
- 47. RESOURCE PLANNING Project WBS Resource skills are determined based on the needs of the project How the resource planning activities will be conducted.
- 48. COST ESTIMATING • Obtained from the people responsible for managing the work packages. Estimates are created for each WBS item The necessary skill sets and staff labour categories are identified for each WBS element. Resource/labour costs are allocated by resource category and total. estimates are then used to request funding or funding adjustments for the project. Estimates based on: Direct costs are costs directly linked to the project, i.e. the cost of resources Indirect costs are costs that cannot be directly linked to a
- 49. COST BUDGETING Project Breakdown structure with costing
- 50. COST CONTROL / TRACKING Monitoring cost performance (actual vs budget) Communicating changes to Project Sponsor, Project Team members and Project Stakeholders. Identifying and documenting changes and adjusting the budget as required.
- 51. Project Name: Installation of ACS integrated with CMS at PMI Project Cost Tracking Sheet Project No.: 174 Budgeted Cost: 60,16,000.0 0 Date: 3 sep 2018 Actual Cost 3,34,9000.0 1 Project Mgr.: M. Anas Khan Description Cost code Labor Materials/Equipment Budget vs Actual BALANCE HR HR/Day/PK R UNITS PKR/UNIT S freight Vendor P.O number MISC BUDGET ACTUAL UNDER/O VER Project: Installation of ACS and CMS 6,016,000.00 3,349,000.00 2,667,000.00 Suprema face station 2 4.00 1,000.00 28.00 90,000.00 140,000.0 0 Suprema.i nc 174-003 0.00 4,284,000.00 2,664,000.00 1,620,000.00 kyndonesia eml 600 lbs 4.00 1,500.00 27.00 4,000.00 27,000.00 Kyndonesi a.Malaysia 174-007 0.00 459,000.00 141,000.00 318,000.00 Biostar 2 licenced (AC) 0.00 0.00 1.00 45,000.00 0.00 Suprema.i nc 174-003 0.00 75,000.00 45,000.00 30,000.00 16 port RJ-45 jack patch pannel 0.00 0.00 2.00 45,000.00 0.00 3M 174-011 0.00 160,000.00 90,000.00 70,000.00 3M Network cable (cat-6) ft 4.00 500.00 7,000.00 25.00 0.00 3M 174-008 0.00 490,000.00 177,000.00 313,000.00 Power cable 3*2.55 sq 0.00 0.00 4,000.00 25.00 0.00 3M 174-009 0.00 300,000.00 100,000.00 200,000.00 MU converter for auto polling 0.00 0.00 1.00 5,000.00 0.00 In-house N/A 0.00 20,000.00 5,000.00 15,000.00 CMS 0.00 0.00 1.00 25,000.00 0.00 In-house N/A 100,000. 00 225,000.00 125,000.00 100,000.00 Training & delivery of Equipment 2.00 1,000.00 0.00 0.00 0.00 In-house N/A 0.00 3,000.00 2,000.00 1,000.00 PROJECT SUBTOTAL 14,000.00 3,068,000.0 0 167,000.0 0 100,000. 00 6,016,000.00 3,349,000.00 2,667,000.0 0
- 52. 60,16,000.00 ActualCost 3,34,9000.01 BALANCE HR HR/Day/PKR UNITS PKR/UNIT S freight Vendor P.O number MISC BUDGET ACTUAL UNDER/ OVER Project:InstallationofACSand CMS 6,016,000.00 3,349,000.00 2,667,000.00 Supremafacestation2 4.00 1,000.00 28.00 90,000.00 140,000.00 Suprema.inc 174-003 0.00 4,284,000.00 2,664,000.00 1,620,000.00 kyndonesiaeml600lbs 4.00 1,500.00 27.00 4,000.00 27,000.00 Kyndonesia.M alaysia 174-007 0.00 459,000.00 141,000.00 318,000.00 Biostar2licenced(AC) 0.00 0.00 1.00 45,000.00 0.00 Suprema.inc 174-003 0.00 75,000.00 45,000.00 30,000.00 16portRJ-45jackpatchpannel 0.00 0.00 2.00 45,000.00 0.00 3M 174-011 0.00 160,000.00 90,000.00 70,000.00 3MNetworkcable(cat-6)ft 4.00 500.00 7,000.00 25.00 0.00 3M 174-008 0.00 490,000.00 177,000.00 313,000.00 Powercable3*2.55sq 0.00 0.00 4,000.00 25.00 0.00 3M 174-009 0.00 300,000.00 100,000.00 200,000.00 MUconverterforautopolling 0.00 0.00 1.00 5,000.00 0.00 In-house N/A 0.00 20,000.00 5,000.00 15,000.00 CMS 0.00 0.00 1.00 25,000.00 0.00 In-house N/A 100,000.00 225,000.00 125,000.00 100,000.00 Training&deliveryofEquipment 2.00 1,000.00 0.00 0.00 0.00 In-house N/A 0.00 3,000.00 2,000.00 1,000.00 PROJECTSUBTOTAL 14,000.00 3,068,000.00 167,000.00 100,000.00 6,016,000.00 3,349,000.00 2,667,000.00 Description Cost code Budgeted Cost: ProjectCostTrackingSheetProjectName:Installationof ACSintegratedwithCMSat PMI ProjectID174 Date:03sep2018 ProjectMgr.:M.AnasKhan BudgetvsActualMaterials/EquipmentLabor
- 54. SYNCHRONOUS COMMUNICATIONS Live meeting: Gathering of team members at the same location Computer-assisted conference: Audio conference with a connection between computers that can display a document or spreadsheet that can be edited by both parties IM (instant messaging): Exchange of text or voice messages using pop-up windows on the participants’ computer screens
- 55. ASYNCHRONOUS COMMUNICATIONS Mail and Package Delivery Fax Email
- 56. COMMUNICATION PLAN TEMPLATE Identify stakeholders (to whom) Identify stakeholder expectations (why) Identify communication necessary to satisfy stakeholder expectations and keep them informed (what) Identify time-frame and/or frequency of communication messages (when) Identify how the message will be communicated (the stakeholder’s preferred method) (how) Identify who will communication each message (who)
- 57. USE A PROJECT COMMUNICATION PLAN Share It With The Team Stay On Track
- 58. PROJECT COMMUNICATION DIRECTORY Name Tile Email Office Phone Cell Phone Anas PM anas@limton.com 03111111 030320303 Adeel Team Leader adeel@limton.com 03222222 02020200 Majid Finance Manager majid@limton.com 03333333 03033033 Shayan .Net Developer Lead MohammadShayan 50@gmail.com 03211234567 034005643456 Raheel Quality Manager raheel@limpton.co m 3444444 0363333030 Faizan Procurement Manager faizan@limpton.co m 0355555 03323232
- 60. CHANGE MANAGEMENT PLAN If there is a change in scope or time required by developer, team lead has to discuss it with PM before making the changes. PM will let know top management if there is a change in schedule required.
- 61. <Project Name> VERSION HISTORY Version Implemented Revision Approved Approval Reason # By Date By Date 1.0 Page 2 of 9
- 62. <Project Name> Appendix A: Change Management Plan Approval The undersigned acknowledge they have reviewed the Leave Management System Change Management Plan and agree with the approach it presents. Changes to this Change Management Plan will be coordinated with and approved by the undersigned or their designated representatives. Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role: Page 8 of 9
- 63. P R O J E C T P L A N N I N G & S C H E D U L I N G